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Employees and high-performance work systems: testing inside the black box British Journal of Industrial Relations, 38(4) 501 531 Reardon, J, Hasty, R & Coe, B (1996) The effect of information technology on productivity in retailing Journal of Retailing, 72(4), 445 461 Rodwell, J J, Kienzle, R & Shadur, M A (1998) The relationships among work-related perceptions, employee attitudes, and employee performance: the integral role of communication Human Resource Management, 37(3 and 4), 277 293 Ryan, A M, Schmit, M J & Johnson, R (1996) Attitudes and effectiveness: examining relations at an organizational level Personnel Psychology, 49(4), 853 882 Schmit, M J & Allscheid, S P (1995) Employee attitudes and customer satisfaction: making theoretical and empirical connections Personnel Psychology, 48(3), 521 537 Schneider, B, Parkington, J & Buxton, V (1980) Employee and customer perceptions of service in banks Administrative Science Quarterly, 25, 252 267 Schneider, B.

Pervasive Personal Access In analogy with telephony, where formerly location-bound phones (home, of ce, or public) de ned a person s access (and accessibility), the focus has changed This infrastructure was rapidly complemented and sometimes replaced by the almost ubiquitous mobile phone, and a person s access (and accessibility) became more personal and consistent With land-line phones, you generally knew where you were phoning, but not necessarily who would answer With mobile phones, you are almost always con dent of who will answer, but you know nothing of the roaming location and probably no longer much care The subscriber number belongs to the hand-held device, independent of location but usually personally tied to the user Now extend this concept to Web presence (as access and accessibility) A person s Web identity will become more consistent, just like the phone identity.

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Everyone performs them, and, at some point, the young professional must make a choice to either continue performing them or move into the areas of rainmaker, specialist, misfit, or others The larger issue is identifying the worker bee who loves the role, who does not necessarily want the spotlight, and has an incredible ability to perform the role This is the partner or managing director who has the ability to execute on projects but not necessarily the skills or desire to perform the role of rainmaker or specialist And these persons, perhaps above all others, are critical They are the offensive linemen of a professional services firm, blocking and tackling even if they never see the end zone with the ball in their hands Unfortunately, worker bees may also not have many clients.

, White, S S & Paul, M C (1998) Linking service climate and customer perceptions of service quality: test of a causal model Journal of Applied Psychology, 83(2), 150 163 Sergeant, A & Frenkel, S (2000) When do customer contact employees satisfy customers Journal of Service Research, 3(1), 18 34 Sharma, A, Levy, M & Kumar, A (2000) Knowledge structures and retail sales performance: An empirical examination Journal of Retailing, 76(1), 53 69 Shaw, J D, Delery, J E, Jenkins, G D Jr & Gupta, N (1998) An organization-level analysis of voluntary and involuntary turnover Academy of Management Journal, 39(5), 1 15 Shortell, S, Jones, R H, Rademaker, A W, Gillies, R R, Dranove, D S, Hughes, E F X, Budetti, P P, Reynolds, K S E & Huang, C (2000).

Assessing the impact of total quality management and organizational culture on multiple outcomes of care for coronary artery bypass graft surgery patients Medical Care, 38(2), 207 217 Singh, J (2000) Performance productivity and quality of frontline employees in service organizations Journal of Marketing, 64(2), 15 34 Sochalski, J, Aiken, L H & Fagin, C M (1997) Hospital restructuring in the United States, Canada, and Western Europe: an outcomes research agenda Medical Care, 35(10, Suppl), OS13 OS25 Somers, M J & Birnbaum, D (1998) Work-related commitment and job performance: it s also the nature of the performance that counts Journal of Organizational Behavior, 19, 621 634 Tubre, T C & Collins, J M (2000) Jackson and Schuler (1985) revisited: a meta-analysis of the relationships between role ambiguity, role con ict, and job performance Journal of Management, 26(1), 155 169 Uhl-Bien, M & Graen, G B (1998).

The effects can be farreaching, and the user s access immediate (or continuous) and intuitive The concept can be implemented in various ways, but it is intimately associated with online identity In the context of wireless devices, this kind of personal space is implemented as a network infrastructure called a Wireless Personal Area Network (WPAN) A typical application of a WPAN is in the of ce workspace, where initially it just frees the user from the tyranny of physical cords In the broader perspective, however, components of this of ce context can become virtualized, decoupled from particular physical devices If the user physically moves to another location, such contexts (including user pro les and current workspace) can then be transferred to and manifested on any set of conveniently located devices Any set of compliant devices can in this view function as a screen for projecting the workspace.

They are by definition profit centers because of the quality and quantity of their work as long as they are generating billable hours, they are producing a profit for the firm Worker bees also must perform the tasks that rainmakers have no.

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